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GM to the Top 1% ☕
Look at how agents are actually priced now. Two dollars a conversation. Five hundred dollars per hundred thousand flex credits. Usage that swings with adoption instead of a flat per seat number you could memorize.
The billing model flipped from a fixed line to a meter. And most reps are still selling like the number on the contract is the number the buyer pays, when the real number is whatever the usage turns out to be.
That gap, between the price you quote and the bill they get, is where deals now die. Here is how to sell when the price is a variable.
💡 A METER IS A TRUST PROBLEM WEARING A PRICING COSTUME
When the price is fixed, the buyer's risk is simple, is it worth it. When the price is a meter, a second fear shows up, what if this runs away from me. That second fear is quieter and it kills more deals, because the buyer will not always say it out loud. They just go slow, ask for a pilot, and never expand.
The rep who wins consumption deals is not the one with the lowest rate. It is the one who makes the meter predictable. You do that by tying the spend to a result the buyer can see, capping their downside so a bad month cannot burn them, and forecasting the outcome, not the usage. The buyer does not fear the price. They fear the surprise.
🔧 FIVE QUICK WINS FOR SELLING A METERED PRICE
1. Translate the unit into their language: "Two dollars a conversation" means nothing. "About the cost of one resolved ticket, versus eleven dollars of a human's time" means everything. Convert the meter into their economics on the first call.
2. Cap the downside out loud: Offer a ceiling or a not-to-exceed for the first two quarters. You are not discounting. You are removing the runaway fear that stalls the signature.
3. Forecast the outcome, not the usage: Build the business case on the result delivered, then show usage as the input. Lead with tickets resolved, not credits burned.
4. Bring the model before procurement does: Walk in with the consumption forecast already built. If the buyer's analyst is the only one in the room who can model the bill, you have already lost the pricing conversation.
5. Tie expansion to proof, not seats: Set the trigger for more spend to a hit metric, not a headcount. "When it resolves X, we scale it" beats "add ten more seats next quarter."
🎯 THIS WEEK'S HOMEWORK
Take your most consumption based product. Build the one page the buyer's finance team would build, the realistic monthly bill at low, expected, and high usage, next to the outcome each level delivers. If you cannot build that page, your buyer's procurement analyst already did, and theirs ends with a smaller number.
❓ QUESTION OF THE DAY
On your current deals, who can model the real monthly bill better, you or the buyer's procurement team?
Reply with the deal where the price is a meter and you have never actually forecasted it.
See you tomorrow.
Edward
Founder, Morning Sales
P.S. Building a clean consumption business case fast is a prompt problem as much as a math problem. The 500 prompts include the usage-to-outcome translators, the ROI framers, and the finance-team objection pre-empts I run before every pricing call. It is 27 dollars: https://store.edwardgorbis.com